Introduction to Enterprise Mentoring: Section Three

SECTIONUNDERSTANDING THE LEGAL AND ETHICAL REQUIREMENTS 3

Understanding thelegal and ethical requirements

The contents covered are:

What are the boundaries of the mentoring role?

What legislation relates to the mentoring role?

How can I build a trusting and respectful relationship?

How can I overcome barriers to effective mentor/mentee relationships?

An Introduction to Enterprise Mentoring30

SECTION UNDERSTANDING THE LEGAL AND ETHICAL REQUIREMENTS3

I think you may be exaggerating the personal safety issues involved in mentoring just a LITTLE!

An Introduction to Enterprise Mentoring 31


The aim of this section is to understand the legal and ethical requirements of mentoring. It is intended to answer such questions as:

• What are the boundaries of the mentoring role?

• What legislation relates to the role?

• How can I build a trusting and respectful relationship?

• How can I overcome barriers to effective mentor/mentee relationships?

• What do I need to consider in relation to health and safety?

• What are the personal safety issues?

Legislation, organisational policies and procedures, and codes of ethics and conduct all provide a framework in which to operate appropriately as a mentor. These can be split into the followingtypes:

• Legislation – health and safety, data protection, safeguarding, equality and diversity

• Codes of conduct – includes staff/employee codes of conduct, and codes of conduct and ethicsused by professional mentoring organisations and institutes

• Policies and procedures – includes company policies on equality, performance, health andsafety, data handling, confidentiality, safeguarding, dealing with disclosure and allegations,ethics, and conflict of interest.

What are the boundaries of the mentoring role?

The way you behave as a mentor is shaped by the legal aspects and requirements of the role.Together with an awareness of the skills, ‘know-how’ and tools you need to be an effective mentor,these provide a clear guide to the boundaries of a mentor’s role. Always bear in mind that mutualtrust and respect between you and the mentee should be key.

In its code of ethics, the European Mentoring and Coaching Council set out a statement forboundary management. This states:

Understanding the legal and ethical requirements



“The coach/mentor will:

• at all times operate within the limits of their own competence, recognise where thatcompetence has the potential to be exceeded and where necessary refer the client either to a more experienced coach/mentor, or support the client in seeking the help of anotherprofessional such as a counsellor, psychotherapist or business/financial advisor

• be aware of the potential for conflicts of interest of either a commercial or emotional nature to arise through the coach/mentoring relationship and deal with them quickly and effectively to ensure there is no detriment to the client or sponsor.”

Opposite you’ll find an example of a code of conduct for mentors used by the Institute ofEnterprise and Entrepreneurs (IOEE).

What legislation relates to the mentoring role?

Legislation relating to the role of mentoring could include:

• equality and diversity

• data protection

• health and safety.

You should refer to your mentor organisation for specific guidance on the legislation relating to the mentoring activities you are undertaking.

How can I build a trusting and respectfulrelationship?

Just like any other relationship, the relationship you build with your mentee is built on trust andrespect. It can take a lot of time to build a relationship like this but it will have far-reachingbenefits for you and your mentee.

“Trust is the highest form of human motivation. It brings out the very best inpeople.” Stephen Covey, management development consultant

“Trust each other again and again. When the trust level gets high enough, peopletranscend apparent limits, discovering new and awesome abilities of which theywere previously unaware.” David Armistead, war veteran

Everyone enters mentoring relationships with different levels of trust in their partner. Somepeople trust others immediately and openly, some need trust to be earned and some fall in the middle of the spectrum. In a mentoring relationship, the mentee has to trust the mentor (and vice versa) in order to learn from the sharing of experience. If the mentee does not see you as a trustworthy source of information and advice, then little progress will be made in the relationship. If the relationship is rooted in trust, however, it can be a powerful andtransformational experience.

In other words, gaining the mentee’s trust and giving them your trust in return, is a criticalcomponent of mentoring. The result is often mutual respect, admiration and appreciation, leading to swift and meaningful sharing.



CODE OF CONDUCT

Scope

A mentor does not give advice, rather helps the mentee to weigh up situations, through a process of reflection, questions, challenge and feedback allowing the mentee to come to a decision themselves. The mentor willconduct themselves with dignity and will act in a way which respects diversity andpromotes equal opportunities.

Mentoring code

• The mentor’s role is to respond to thementee’s needs and agenda; it is not to impose their own agenda.

• Mentors will agree with the mentee how they wish the relationship to workadopting the most appropriate level of confidentiality.

• Mentors will be aware of, and adhere to any current legislation relating to activities undertaken as part of thementoring service.

• The mentee should be made aware of their rights and any complaintsprocedures.

• Mentors and mentees will respect eachother’s time and other responsibilities,ensuring they do not impose beyond what is reasonable.

• The mentor will ensure the mentee acceptsincreasing responsibility for managing therelationship; the mentor will empower themto do so and will promote the mentee’sautonomy.

• Either party may dissolve the relationship at any time throughout the period of thementoring relationship.

• The mentor will not intrude into areas thementee wishes to keep private until invitedto do so. They should, however, help thementee to recognise how other issues mayrelate to these areas.

• Mentors will be open and truthful withthemselves and their mentee whilstparticipating in the mentoring relationship.

• Mentors will share the responsibility for the smooth winding down of therelationship with the mentee, once it hasachieved its purpose – they must avoidcreating dependency.

• The mentoring relationship should not beexploitative in any way, neither may it be open to misinterpretation.

• Mentors should never work beyond thebounds of their capability, experience and expertise to the point where they do not feel confident in providing the mentee with proper support. Whereappropriate, mentors should seek advice or refer mentees to another point of contactor enterprise support professional.

• The confidentiality of the client remainsparamount at all times. At no time will an IOEE mentor disclose any part of therelationship to any person whosoever,without the explicit agreement of the client.Any notes or other records of mentoringsessions shall remain, at all times, theproperty of the client. They may, forconvenience, be retained by the IOEE mentorbut may be requested by the client at anytime. Master mentors have access to all e-mentor communications.

• Mentors have a responsibility to highlightany ethical issues (such as conflicts ofinterest) that may arise during a mentoringrelationship at the earliest opportunity.

• Mentors should not attempt to do thementee’s job for them – the mentee has the ability and the potential, thementor’s job is to help them realise it.

• Mentors will maintain their professionalcompetence through participation incontinuous professional development as prescribed by IOEE.



Trust-based mentoring relationships

Competence: most mentoring relationships revolve around competence. People who are good at what they do and are able to relate that experience to others emanate trustworthiness. In a mentoring relationship, the mentor’s accomplishments and professional merit aren’t the onlyimportant things, however; their competence is also demonstrated through their ability to sharetheir experiences with others. It is competence that enables the mentor to guide the mentee todevelop talent, skills or knowledge.

Integrity: people who do what they say they are going to do inspire trust. So do people whospeak truthfully about their opinions, thoughts and experiences, and whose actions mirror theirvalues. People also demonstrate their integrity by the way they maintain confidentiality. All ofthese elements are vital to mentoring relationships.

Caring: it is important that mentors show concern and regard for the expressed learning needsand aspirations of the mentee. This is done by keeping discussions focused on the mentee’sdevelopment, practising active listening and recognising achievements. Mentors can alsodemonstrate care by making room to discuss issues and talk through challenging situations.

All three areas – competence, integrity and caring – are critical to developing and maintainingtrust. No matter how impeccable someone’s character is, if they cannot demonstrate competence,it is difficult to trust them. Similarly, it is hard to trust a competent person with confidentialinformation if they show no personal interest in your well-being. Finally, without integrity,competence and caring would ring hollow. The mentor must act and speak in ways that reflect all three dimensions of trust in order to build a successful mentoring relationship. Take some timeto consider how you will demonstrate these three qualities in your dealings with your mentee.



Key principles in building trust

1 Get to know your mentee. Make time to talk to them about their business and their life outsidethe business. Try to understand what they think and why. Value their viewpoint even if it isdifferent from your own.

2 Do what you say you’re going to do. Agree what you are aiming to achieve through yourmentoring sessions. Be reliable and always do what you say you are going to do.

3 Communicate openly and honestly. Discuss issues as soon as they arise. Ask for and givefeedback.

4 Ensure that you maintain your competence. Regularly review your development needs andundertake continuous professional development (CPD).

5 Show empathy but don’t be afraid to challenge. An open, honest relationship means you canchallenge constructively in order to help your mentee to explore a wider viewpoint.

How can I overcome barriers to effective mentor/mentee relationships?

Another aspect to understanding the legal and ethical requirements is knowing about the potentialbarriers to a good relationship between mentor and mentee, and how these can be overcome.

Most barriers to effective mentoring stem from:

• personality issues between those involved in the mentoring relationship

• lack of awareness of what the role of the mentor really is.

Common barriers include:

• poor mentor/mentee matching

• lack of support from the mentoring organisation

• dissatisfaction from either the mentor or the mentee with regards to the way the mentoring is conducted

• the creation of unrealistic expectations as to what mentoring can hope to achieve

• the lack, or blurring, of boundaries in terms of the mentor/mentee relationship.



Potential barriers to effective mentor/mentee relationshipsThink about some of the potential barriers to a good relationship between a mentor and a mentee. If possible, discuss your thoughts with a friend or colleague. Write your conclusions here.

What barriers might you encounter in your role as mentor?

How could you overcome these barriers?

ACTIVITY 7

Introduction to Enterprise Mentoring: Section Three

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